scholarly journals Vélemények a home office-ról – előnyök, hátrányok

2020 ◽  
Vol 7 (1) ◽  
Author(s):  
Éva Irén Kis
Keyword(s):  
Multinational Companies ◽  
Remote Work ◽  
Home Office ◽  
Labour Shortage ◽  
Talented People ◽  
Company Group ◽  
Work At Home ◽  
Work Done ◽  
Near Future ◽  
At Home

A home office, amely a távmunka otthonról végzett verziója, és egyre elterjedtebb nem csak a multinacionális, de a kisebb cégeknél is, mint foglalkoztatási forma. Alkalmazását az informatika fejlődése teszi lehetővé, népszerűségét az egyén oldaláról az otthoni munkavégzés kényelmi elemei, a munkába járás idejének megtakarítása indokolja. A munkáltatóknak költségmegtakarítást tesz lehetővé, és meghatározott tevékenységi körökben előnyös lehet a munkaerőhiány kezelésében, a tehetségekért folytatott konkurenciaharcban. Elvileg egyik eszköze lehet a foglalkoztatottság további növelésének is Ugyanakkor pozitívumok mellett negatív tulajdonságokkal, hatásokkal is jellemezhető mind a munkavállalók, mind a munkáltatók oldaláról. A preferenciák, illetve a home office alkalmazás körülményeinek feltárására cikk szerzője kérdőíves kutatást végzett az ország vezető távközlési vállalatcsoportjának munkatársai körében. A felmérés alapján kialakult kép akár már a közeljövő hazai tendenciáit is tükrözheti. Opinions about home office – advantages and disadvantagesHome office is a version of remote work done at home, and it is a form of employment more and more widely used not only by multinational companies but smaller ones, as well. Its application is enabled by the development of informatics, and its popularity is rooted in the comfort elements of doing work at home and sparing the time of travelling to and from work. It allows the employers to save costs and in certain activity fields, it can be useful in managing labour shortage and in the competition for talented people. In principle, it can be a tool of increasing employment, as well. At the same time, besides the positive factors, it has negative features and impacts, too, on both the employees’ and the employers’ side. In order to explore the preferences and the circumstances of applying home office, the author implemented a query-based survey involving the employees of Hungary’s leading telecommunications company group. The picture gained from the survey might even reflect the domestic trends of the near future.  

scholarly journals PLANNING SOLUTIONS FOR SPACES FOR REMOTE OPERATION

2021 ◽  
Vol 9 (4) ◽  
pp. 86-90
Author(s):  
Ol'ga Shirokova ◽  
Alena Pavlyuk
Keyword(s):  
Regulatory Framework ◽  
Use Cases ◽  
Remote Work ◽  
Advantages And Disadvantages ◽  
Planning Decisions ◽  
Remote Operation ◽  
Work At Home ◽  
Negative Factors ◽  
At Home

This article explores the possibilities of remote work. A definition is given, a regulatory framework is identified. The main advantages and disadvantages are analyzed. The negative factors that make it difficult to carry out work at home are identified. To compensate for the proposed use cases of spaces, also called co-working spaces. For the organization of remote work, there are five groups of needs. To meet the needs of the appropriate jobs. These are isolated rooms, open areas, meeting rooms, creative workshops, and rooms for group activi-ties. Typical modular planning solutions consisting of four zones: an office zone, which includes the listed types of premises, a zone of administrative and office premises, a zone of administrative and office premises, a leisure and rec-reation area. If necessary, the possibility of planning decisions is provided.

scholarly journals Architectural and aesthetic aspects of workspace at home – a new design challenge in the age of pandemic

2021 ◽  
Vol 1203 (2) ◽  
pp. 022005
Author(s):  
Barbara Uherek-Bradecka
Keyword(s):  
Living Room ◽  
Full Time ◽  
Office Work ◽  
Remote Work ◽  
Home Office ◽  
Work From Home ◽  
Spatial Changes ◽  
Spatial Aspect ◽  
Open Plan ◽  
At Home

Abstract The article deals with the issues of spatial changes taking place in the office work environment during a pandemic. It also raises issues related to the space intended for work at home or in an apartment. At present, the traditional model of office work is undergoing significant transformations. These transformations include, in particular, the spatial aspect. Large office spaces, especially those of the open-plan type, do not work well during a pandemic, as it is difficult to keep an appropriate social distance in them. Therefore, we spend less and less working time, whether for safety reasons or the sanitary and epidemiological regime, for work in the office. This phenomenon is particularly visible in city centers, where many large office buildings have become deserted. We spend more and more time working remotely (home-office). Therefore, it is necessary to adapt the space of our houses and apartments to the conditions in which we live and work today. The very concept of remote work or work from home is not new, many companies have already introduced it before, but most often for a limited time, which in principle could take place without major changes in private apartments. However, the pandemic has forced office workers to work remotely full-time, and thus to organize a workplace in their own home. This is often associated with the need to introduce additional furniture, equipment or lighting to a private interior. The problem of many people working remotely is the lack of an additional room that can be used as a study or office. Then we are looking for a place for our home office in rooms that have so far performed other functions (most often a bedroom or a living room), trying to introduce a place to work with them as possible. The issue of acoustics is also of great importance here, especially when there are more people working or learning remotely in the house or apartment. Moreover, many, especially young office (corporate) employees, own one-room apartments in the studio type, in which it is not possible to separate such a room. Then we have to add an additional office space to the space that already serves several functions (living room and bedroom). The author is a researcher and designer of this type of space, and the cases presented in the article show the changes taking place in spaces previously perceived as typically private.

The Order of Organization and Registration of Remote Work of the Employee

2021 ◽  
pp. 73-77
Author(s):  
D. Zaharov ◽  
YEkatyerina Kashtanova
Keyword(s):  
Document Management ◽  
Electronic Document ◽  
Remote Work ◽  
Organization Of Work ◽  
Electronic Signature ◽  
Electronic Document Management ◽  
Work At Home ◽  
At Home

This article discusses the features of the organization and design of remote work of an employee. The general provisions of registration of employees are defined. The forms of the necessary organization of interaction between the employee and the organization are described in the form of electronic document management with the use of an enhanced qualified electronic signature, an enhanced unqualified electronic signature, a simple electronic signature, as well as with the use of postal (courier) communication, depending on the types and forms of documents sent. The issues of ownership of the intellectual results of employees 'activities, as well as the possibility and legality of compensation of employees' expenses for necessary equipment and office supplies during work at home are considered. The rules of the organization of work of employees who are on remote work are defined.

Integrating Care Work with Life

2020 ◽  
pp. 71-91
Author(s):  
Sherry N. Mong
Keyword(s):  
Care Work ◽  
Hospital Nurses ◽  
Standard Work ◽  
Standards Compliance ◽  
The People ◽  
Work At Home ◽  
Medical Regimens ◽  
Work Done ◽  
First Time ◽  
At Home

This chapter discusses what it's like for caregivers to work at home in contrast to work done by nurses in the hospital. Homes, by their very nature, lack the resources and support of a hospital, and often geography — the physical separation between the home and the hospital — places obstacles in the coordination of care. Unlike bureaucratic settings, which have standard work shifts, care work at home takes place over a twenty-four-hour period and caregivers' schedules are completely different from the schedules of the organizations they depend on for resources, such as delivery companies, vendors, or pharmacies. As is evident from contrasting the bustle of a busy hospital with the atmosphere in many homes, the division of labor and the people who do it are entirely different. In the hospital, nurses work in shifts to provide patient care. At home, there are far fewer people available, and they are in deeply embedded, preestablished familial roles and relationships, as well as existing patterns of housework and childcare. Because home is oriented toward relationships, “private” activities, and provisioning, rather than toward bureaucratic standards, compliance with medical regimens can also be more difficult. Whether or not caregivers received training in the hospital or rehabilitation, most said they were still very anxious, sometimes even overwhelmed and frightened, the first time they had to perform procedures by themselves at home. Caregivers dealt not only with the medical procedures, however, but also with their feelings about the care recipient's overall health and prognosis, and whether the recipient would be able to adapt to new regimens.

Norwegian Arctic Expeditions, 1927–36

Polar Record ◽  
1938 ◽  
Vol 2 (16) ◽  
pp. 129-130
Author(s):  
G.C.L.B.
Keyword(s):  
Major Part ◽  
Survey Methods ◽  
East Greenland ◽  
Individual Worker ◽  
Miscellaneous Information ◽  
Work At Home ◽  
Work Done ◽  
Series Report ◽  
At Home

In 1929 Adolf Hoel summarised Norwegian Arctic work in Skrifter om Svalbard og Ishavet, No. 1, “The Norwegian Svalbard Expeditions, 1906–1926”. In the recently issued No. 73 of the same series, “Report on the Activities of the Norges Svalbard-og Ishavs-undersøkelser, 1927–1936” (125 pages, photographs and map), Dr Hoel likewise summarises the work of the following decade. The format of the report is that of the earlier issue with minor modifications, including, besides summaries of the work done year by year, such interesting and miscellaneous information as the finances of the various expeditions sent out, the names of the foreign expeditions that have been helped by the N.S.I.U., and many other kindred topics. In addition there are lists and tables that show in brief a mass of information on surveys and survey methods, the ships used, the papers and maps published and so on. The major part of the new report is devoted to a chronological statement of the expeditions sent out to Svalbard and East Greenland, and of the work at home. The arrangements of the reports on both these regions is similar, and the uninitiated might imagine that the ownership of Svalbard and East Greenland is the same. Each expedition account starts with the name of the ship used and the personnel, then follows a brief narrative of the venture, and finally there is a summary of the work done. The great value of this Skrifter, No. 73, lies in the provision it makes for ready reference. It is equally simple to find out where an individual worker has been and what was his work, what ships have been used and where, what papers and maps have been published and when, as it is to read precisely what a certain expedition was able to do in a particular year.

REFORM OF LEGAL REGULATION OF REMOTE WORK AS A STIMULATION FOR ENTREPRENEURSHIP DEVELOPMENT IN RUSSIA

2020 ◽  
pp. 136-143
Author(s):  
Maria A. Andrianova ◽  
Keyword(s):  
Labor Law ◽  
Legal Regulation ◽  
Remote Work ◽  
High Quality ◽  
Quality Work ◽  
Entrepreneurship Development ◽  
Short Period ◽  
The World ◽  
Work Done ◽  
Usual Order

The pandemic has created many difficulties for entrepreneurs around the world, including in Russia. As you know, difficulties, disrupting the usual order, can give impetus for radical changes that would not have a chance to be realized in times of peace and prosperity. It seems that remote mode is not suitable for all forms of employment, but if initially the employer assumes such an opportunity, the main problem is not the lack of the ability to control the employee, but ensuring effective communication with him and the ability to timely obtain the results of high-quality work done. It is noted that this goal can be achieved with the help of greater detail in local regulations of the order and conditions of interaction between the employee and the employer. One of the most promising consequences of the pandemic has been the reform of the legal regulation of remote work. In a very short period of time, remote work in Russia from an unviable rudiment has become one of the most progressive institutions, which has every chance of making all labor law more flexible and effective. Such labor law will undoubtedly become one of the incentives for the development of entrepreneurship in Russia.

The moderating role of remote work in the relationship between organizational culture and OCB: case studies from the financial sector

2022 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Zoltán Krajcsák ◽  
Anita Kozák
Keyword(s):  
Organizational Culture ◽  
Organizational Citizenship Behavior ◽  
Financial Sector ◽  
Three Dimensions ◽  
Citizenship Behavior ◽  
Remote Work ◽  
Structured Interviews ◽  
Home Office ◽  
Content Type ◽  
Study Approach

PurposeThe purpose of this article is to show how remote working affects employees' organizational citizenship behavior (OCB).Design/methodology/approachThe authors conducted research on organizations in the financial sector, as this segment was able to easily adapt to the challenges of remote working and teleworking. They used the case study approach: they analyzed organizational documents and management communications related to crisis management back to March 2020, when the pandemic started in Hungary, and conducted semi-structured interviews with managers and subordinates.FindingsThe results highlighted that the dominant organizational culture determines the effects of remote working on OCB. In organizations with a dominant market culture, OCB has changed the least because of the home office, with only a decline in the dimension of civic virtue. In organizations with a dominant clan culture, conscientiousness decreased, while the other three dimensions increased. The dominant hierarchy culture reacted the most unfavorably, excluding the dimension of courtesy, as all dimensions decreased.Originality/valueThe study shows how the pandemic and working in home office have changed the dimensions of OCB in different organizational cultures.

Program Assessment: Equivalency and Credentials for the Global Marketplace

2000 ◽  
Author(s):  
Winfred M. Phillips
Keyword(s):  
Quality Assurance ◽  
Space Shuttle ◽  
Multinational Companies ◽  
Program Assessment ◽  
Engineering Practice ◽  
Sewer System ◽  
Engineering Structures ◽  
Global Marketplace ◽  
At Home

Abstract Great engineering achievements, from the Aqueducts of Rome and Hausman’s Sewer System for Paris to the Boeing 757 and the Space Shuttle, have always benefitted from international influence and content. The reliability of engineering structures and systems has always engendered the confidence of international users. U.S. citizens drive European automobiles with confidence and Europeans drive across U.S. bridges without pause. Today, international content is extensive, often formalized and regulated and a permanent part of tomorrow’s engineering. Engineers both participate in their profession worldwide and evaluate and accommodate international content at home. Multinational companies demand multinational engineering practice. “Credentials without borders” is desired. Accreditation is key to quality assurance.

scholarly journals A FRESH LOOK AT KNOWLEDGE MANAGEMENT STRATEGIES DURING THE CRISIS

2021 ◽  
Author(s):  
Marharyta Chepeliuk
Keyword(s):  
United States ◽  
Digital Technology ◽  
Management Strategies ◽  
The United States ◽  
Office Work ◽  
Remote Work ◽  
High Recovery ◽  
The Social ◽  
Employment Rates ◽  
Near Future

The pandemic has enhanced the social function of digital technologies and services. It is solely through digital technology that a massive shift to remote work has been possible during the most difficult period of the pandemic. All over the world, the philosophy of office work is changing, and there is a transition to permanent and conditional-permanent remote work. For example, Transport Canada is planning to move to telecommuting as a key employment model for its employees. In the near future, telecommuting will continue for most of the 6,000 employees in the agency. In China, widespread use of WeChat, Tencent, and Ding digital working applications began in late January 2020, when isolation measures were introduced. In Switzerland, COOVID-19 Remote Work and Study Resources provides free resources for remote operation and distance learning. Zoom and Google Meet videoconferencing, remote workplaces, and new social platforms run remote work almost immediately, and this trend is likely to continue after the lifting of the quarantine. Trends in staff employment worldwide are rather mixed. According to LinkedIn, it is possible to track changes in the employment rates of seven key economies – Australia, China, France, Italy, Singapore, Great Britain and United States. In France and Italy, the decline was more pronounced at -70% and -64.5% respectively by mid-April 2020. Since then, employment has been gradually recovering, and most of the seven key economies for which these figures have been analysed tend to change by 0 per cent year on year. By July 1, 2020, China, France, and the United States had seen the largest rebound in relative recruitment – -6% or -7%. At the end of September 2020, the countries with a high recovery in employment were China (22 per cent), Brazil (13 per cent), Singapore (8 per cent) and France (5 per cent). In these economies, hiring so far seems to compensate for months in which no new personnel have been recruited, indicating some stabilization of the labor market.

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